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职场环保7步走

2014-06-19    来源:向Anne提问    【      美国外教 在线口语培训

巴塔哥尼亚公司的经验证明,企业在保护环境的同时,可以大幅提高效益。公司可以采用7大措施,在员工中推行绿色环保的理念和做法。

Dear Annie:My company is putting the finishing touches on our plans and goals for 2013, and my boss, who runs the division where I am a brand manager, has given me a big, vague assignment: Make our business run "greener" in the year ahead. This will be on top of my regular job. I'm pretty excited about the possibilities (in fact, I sort of volunteered to do this), but I'm also not sure how to proceed.
亲爱的安妮:我们公司正在制定2013年的计划和目标。我是所在部门的品牌经理,我的老板给我安排了一个宏观而模糊的任务:让我们的业务明年运作得更“绿色”。这将是我的头号重点工作。我对任务的种种可能感到非常兴奋(事实上,我可以说是主动请缨),但我不确定具体该如何操作。

We've already done most of the easy stuff, like switching from incandescent to LED lighting and recycling as many materials and supplies as we can. So my boss says he wants me to "take it to the next level." The thing is, previous efforts to shrink our environmental footprint have fallen by the wayside because people here seem to be all gung-ho at the beginning and then gradually lose interest. Do you or your readers have any suggestions for keeping coworkers engaged in going green? — Call Me Kermit
我们已经完成了绝大部分显而易见的节能工作,比如把白炽灯换成节能灯,而且尽可能多地回收材料和物资。因此我的老板说,他想让我“推进到下一个层次”。问题是,之前我们为减少环境足迹所做的努力基本上都是虎头蛇尾。因为大家似乎一开始都干劲十足,但渐渐就失去了兴趣。你和你的读者们有什么好的建议,能让同事们保持参与环保的热情吗?——请叫我克米特

Dear Kermit:Interesting question, and one that Vincent Stanley has pondered for the past four decades. A vice president of outdoor-gear maker Patagonia, Stanley has been with the company since its launch in 1973. He is co-author (with founder and CEO Yvon Chouinard) of a book you might want to check out,The Responsible Company: What We've Learned from Patagonia's First 40 Years.
亲爱的克米特:你提出了一个有趣的问题,这也是让文森特•斯坦利过去40年中一直苦苦思索的问题。斯坦利是户外装备生产商巴塔哥尼亚(Patagonia)的一名副总裁,自该公司1973年成立时便为其效力至今。同时他还和巴塔哥尼亚公司的创始人兼CEO伊冯•乔伊纳德合著了一本书,你可能会有兴趣读一下。书名叫《负责任的公司:我们从巴塔哥尼亚公司的头四十年里学到了什么》(The Responsible Company: What We've Learned from Patagonia's First 40 Years)。

"Even in our company, some people are more strongly committed [to protecting the planet] than others," Stanley says. "But we've found that the most skeptical or resistant colleagues eventually get won over by seeing other people stick with it and succeed at making real change."
斯坦利说:“就算是在我们的公司里,也有些人比其他人更强烈地投身于保护地球。但我们同时也发现,就连那些最怀疑或抗拒环保的同事,看到其他人坚持自己的理念、并成功地带来了一些真正的改变之后,他们也会转变态度。”

Stanley suggests tackling the process in these 7 steps:
斯坦利建议通过以下7步解决这个问题:

1. Don't create a bureaucracy.You have a lot on your plate but, by giving you this task on top of your regular job, your boss is following Patagonia's model (inadvertently or not). Stanley says that the greening of the company has been successful in large part because "we wanted the reduction of environmental harm to be part of everyone's job" — rather than give staffers "a reason to make environmental considerations secondary because someone else would handle them."
(1)不要搞官僚作风。你手头上的事已经很多了,老板把这个任务交给你办,而且还凌驾于你的常规工作之上,可以说你的老板正在延续巴塔哥尼亚公司的模式(不管他是有意还是无意的)。斯坦利表示,巴塔哥尼亚的环保政策之所以取得成功,很大程度上是由于“我们想让环保成为每个人的工作的一部分”,而不是让员工们“有理由认为环境问题是第二位的,因为还有别人会处理这个问题。”

2. Start with your natural allies."In any company there are always a few people who are already interested, or who are more committed than others to making change happen," notes Stanley. It sounds as if you're one of these, so maybe you know a few others. Once you enlist their help, he says, "you'll find you get more allies as you go along."
(2)从天然的盟友开始。斯坦利指出:“任何公司里都有一些人早就对环保感兴趣,并且比其他人更热衷于为了环保而做出实际改变。”从你的信来看,你就是一个这样的人,所以你很可能认识一些“同道中人”。斯坦利说,一旦获得了他们的帮助,“你就会发现盟友渐渐变得越来越多。”

3. Quantify the benefits of going green."It's a myth that taking better care of nature is at odds with business excellence, but what if your peers, or higher-ups, believe that? Concentrate first on taking steps that clearly save money," Stanley suggests.
(3)量化环保的好处。“环境保护与商业业绩之间存在矛盾的说法基本上是无稽之谈。但是如果你的同事和领导也相信这套鬼话呢?所以首先要把精力放在明显能省钱的举措上,”斯坦利建议道。

Since you mention that you've already done some of this, what your boss calls "taking it to the next level" probably means moving on to "a second tier of action that takes a bit of investment to pay off long-term, like installing low-flow plumbing fixtures and solar panels, for example," Stanley says. "LEED [Leadership in Energy and Environmental Design] certification for 'green' buildings has proven conclusively that the investments a company makes in these things does pay off." The nonprofit U.S. Green Building Council has information you can use to build your case, including data on lower operating costs, higher asset values, and eligibility for tax rebates and other financial incentives in hundreds of U.S. Cities.
你在来信中提到,你已经做了一些这类的工作,因此你的老板所说的“推进到下一个层次”,可能意味着“这个层次需要花一些投资,以带来长期效益,比如安装低耗水量的卫生洁具以及太阳能面板等,”斯坦利说。“‘能源与环境设计领袖’体系(LEED)对‘绿色’建筑物的认证,已经确凿地证明,一家公司做出的此类投资的确能收到效益。”非营利性组织美国绿色建筑委员会(U.S. Green Building Council)拥有一些你可以借鉴的信息,包括一些数据,涉及如何进一步降低运营成本、提高资产价值,以及数百个美国城市出台的退税等相关经济刺激措施的信息。

4. Invite coworkers to brainstorm."Organize a get-together with people from all levels of the company and ask them to talk about what environmental impact your company, or your division, has now," Stanley says. "What's the best thing you're doing for the environment now? What's the worst? In this era of social media, what's the biggest environment-related risk to your reputation? What do you do that you would not want to be known for?" The ideas you gather will give you a starting point for the next step.
(4)邀请同事群策群力。斯坦利说:“组织公司各个级别的人进行一次聚会,探讨你的公司或你的部门目前对环境有哪些影响?你们目前对环境做的最好的事是什么?最坏的事是什么?在当今这个社交媒体时代,对公司的声誉来说,最大的与环境有关的风险是什么?怎样做才能避免因为环保不利而‘出名’?”大家贡献的点子能成为你下一步工作的起点。

5. Figure out a list of priorities.To get people on board and keep them interested, a few early wins are crucial, so begin with changes that will be relatively easy to make quickly. "Decide what you'll do first, how much time and money you'll spend on it, and who will be involved," Stanley says. "Define what initial success will look like. Then write that down on one page you can circulate among your team." For each subsequent task, set clear goals and time frames.
(5)列出一份要务清单。要想让人们参与进来,同时维持住他们的兴趣,早期取得一些成功至关重要,所以最好先进行一些相对容易看到成果的改变。斯坦利说:“先决定你首先要做什么事,要在这件事上花多少时间和金钱,以及要参与这件事的人。然后确定达到什么样的目标才算成功,然后写在一张纸上,在团队中传阅。”对于后面的任务,也要设立清晰的目标和时间表。

6. Share what you learn."If you set up a place to talk about challenges met and solved — especially if you're honest about mistakes and setbacks — it becomes a story people follow," Stanley says. "And if you put something in writing on a blog or a website, it becomes much less abstract and removed. It builds a snowball of support."
(6)分享你所学到的东西。斯坦利说:“如果你专门安排一个地点,讨论你遇到并解决了哪些挑战的话——尤其是如果你能诚实地讨论犯下的错误和不足,它就会成为人们牵挂的事情。如果你写一个博客或建一个网站,它就会变得越来越真实和贴近,你就会像滚雪球一样获得越来越多的支持。”

At Patagonia, Stanley launched the Footprint Chronicles to track the environmental impact of the company's products and operations, and to report on improvements as they were made. "It started out as something we were doing for our customers," he says. "But it turned out to be popular with employees, and even with suppliers, who started jockeying to be mentioned in it."
在巴塔哥尼亚公司,斯坦利制定了一个“环境足迹编年表”,用来追踪公司产品和运营对环境的影响,同时记录公司的环保进步。斯坦利说:“一开始我们是为了顾客而编制这个编年表的,但后来它在员工和供应商中也变得很流行。而且,现在就连供应商们也开始想方设法也想让我们在编年表中提到他们。”

7. Keep going.One side benefit of reporting on how your green efforts are going, Stanley notes, is that "talking about the details makes clear that this isn't usually a quick or simple process." But if you stick with it, he adds, "the company will get smarter." In trying to meet environmental targets, "your people will have to pay attention to all the business fundamentals, and this will result in a less wasteful organization. You'll start to spot money leaks you could not see before."
(7)不断前进。斯坦利指出,报告环保举措的实施状况还有一个好处——“讨论细节表明这并不是一个快速的、简单的流程。”如果你坚持下去,“公司就会变得越来越聪明。”在努力达到环境目标的过程中,“员工会不得不关注所有的业务基本面,它将有助于公司减少浪费,人们会开始注意到之前没有发现的浪费。”

The Responsible Company includes five checklists of exactly where your company might be leaking money right now. The lists, which could spark some useful ideas about where to start your green campaign, are also available on Patagonia's web site. Good luck!
《负责任的公司》一书还提供了五份清单,它能告诉你,你的公司究竟什么地方可能在浪费钱。它们可能会为你激发出一些有用的灵感,帮助你启动在公司里的环保事业。你也可以在巴塔哥尼亚公司的网站上找到这些清单。祝你好运!

Talkback:Has your company tried to reduce its impact on the planet? What helps get employees engaged in the effort, and what doesn't work so well? Leave a comment below.
反馈:你的公司是否也在开展环保节能行动?哪些举措有助于员工投身环保?哪些举措效果不佳?请留言评论。



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